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7/31/2019 QualityMgmt SMK Overview Publish1 v1 20Jul12
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Quality ManagementShirish M. Kulkarni
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@Shirish M. Kulkarni 2
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Masters in Manufacturing and Automation Certified PMP Execut ive General Management Program IIM
Bangalore Cert if ied SCRUM Master ITIL Foundation Certi fied
Tata Consulting Engineers - DesignConsultancy KSB Pumps - Pump Manufacturing Company TELCO / Tata Motors/ TTIL Car/ Truck
Manufactur ing Company PTC R&D - CAD/ CAM/ PLM Product Company BMC Sof tware - Business Services Management
Product Company Geometric Ltd - PLM Services Company Tata Consul tancy Services Software Consul ting
Services
Owner of Qualit y function across the experience
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1. Overview of QM in thecontext of overallf ramework of BusinessModels and GlobalEnvironment (S1)
2. Stakeholder perspectiveof TQM and the role /responsibi li t ies ofLeaders at all levels (S2)
3. Quality Management
Planning (S3)4. Quality Management
Deployment (S4)5. Test1 Discussions (S5)
1. Customer Focus foremost element ofTQM (S6 & S7)
2. Contribution of ProcessManagement to TQM(S8 $ S9)
3. Test2 Discussions(S10)
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1. Importance of DMAIC (Define, Measure,Analyze, Improve, Control) systems andKnowledge Management within TQM world
2. Employee Focus : Mot ivation andEmpowerment3. Diversity of Business Results and monitored
within TQM (S14)4. TQM Applications within diverse range of
industries (S15)
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1. Lean Methodology2. Six Sigma Methodology3. Combination of Lean and Six Sigma4. Lean Six Sigma for Services5. Critical Success Factors for Six Sigma
6. Value Stream Mapping7. Quality Management System8. Assignment
1. Successful TQM / Six Sigmaimplementations in India / outside india
9. Case studies1. Six sigma successful2. Six sigma failure3. Six sigma insurance sector
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IndustryType TotalSoftware Services 26
Manufacturing 13
Finance 3
R&D 2
HealthCare 2Not Sure 2
Education 1
Self 1
Grand Total 50
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IndustryType Name of Company TotalSoftware Services AURA SOFTWARE PVT LTD 1
AVAYA INDIA 1
Bridge2Tech Consultancy Pvt Ltd 1
CapGemini India Ltd. 1
Cognizant Technology Solutions Pvt. India Ltd. 1
Eaton India Pvt. Ltd 1
HCS Learning Techniques Private Limited 1
HSBC-GLT Software Development Centre 1
IBM India Pvt Ltd 1
Infosys Technologies Limited 2
KPIT Cummins Infosystems Limited 1Neilsoft Ltd 1
Nokia India Pvt. Ltd. 1
Opimix Technologies Pvt. Ltd 1
Professional labs 1
S1 Services (India) Pvt. Ltd. 1
Sci-Edge Information 1
Siemens PLM Software (India) Pvt Ltd 1
Sungard Technology Services 2
Sunsignsolutions Private Limited 1
Tata Consultancy Services 2
Tech Mahindra 1
TPSOFT 1
Software Services Total 26Manufacturing CSS Corp Pvt Ltd 1
Demag Cranes & Components (I) Pvt. Ltd. 1
DEMAG CRANES AND COMPONENTS INDIA PVT. LTD. 1
DSM ENGINEERING PLASTICS 1
Hallibirton Energy Services Inc 1
HUSCO HYDRAULICS PVT. LTD. 1
JCB Manufacturing Pune 1
MAHINDRA NAVISTAR ENGINES PVT LTD 1
MAN INFRAPROJECTS LTD. 1
Manitowoc Cranes- Potain India Pvt Ltd 1
Racold Thermo Ltd ( Previously Merloni TermoSanita 1
RENISHAW METROLOGY SYSTEMS INDIA LTD 1
THYSSENKRUPP INDUSTRIES INDIA PVT. LTD. 1
Manufacturing Total 13Finance CREDIT-SUISSE SERVICES INDIA PVT. LTD. 1
HSBC Software Pvt Ltd 1
ICICI BANK LTD 1
Finance Total 3
R&D SAS R&D 1
SAS Research and Development India, Pune 1
R&D Total 2
HealthCare MD India Health Care Services 1
Noble Hospital 1
HealthCare Total 2
Not Sure NA 1
Sheffield Haworth India 1
Not Sure Total 2
Education SYMBIOSIS SOCIETY 1Education Total 1
Self SELF EMPLOYED 1
Self Total 1
Grand Total 50
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Quality Control and Total Qualit yManagement Jain
Jurans Quality Planning and Analysis forEnterprise Quality Frank M. Gryna, RichardC.H. Chua, Joseph A. Defeo
Total Quali ty Management K. ShridharaBhat
The Essence of Total Quality Management Hunsen and Ghare Managing for Total Quality Logothet ic
Quality Problem Solving Smith ISO 9000 Kairon
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Testing the understanding and focus onapplicat ion of the concepts with real l ifeexamples
Will not be object ive type Will be industry neutral Could be open book test : Complete attent ion in
our sessions will ensure a good amountof coverage in the examinat ion
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Quality is a company- wide process Quality is what customer says it is Quality and Cost are sum and not difference Quality requires both individual and team
work Quality is a way of managing Quality and Innovat ion are mutually
independent Quality should be part of ethics Quality leads to cont inuous improvement Quality is most cost- effect ive, least capital
intensive route to productivity
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What is Quality? = > Measures of Quality Why it is required? = > Goals for Quality For whom is it required? = > Stakeholders How is it achieved? = > Standards /
Processes / Frameworks
What are (differences between)? Quality and Reliabi lit y? Quality Assurance and Quality Cont rol? Quality and Excellence? Excellence and Cont inuous Improvement?
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Quality processes cannot be justified simply because"everyone else is doing them" - but return on quality (ROQ)has dramatic impacts as companies mature.
Research shows that the costs of poor quali ty can rangefrom of business costs (e.g., rework, returns or
complaints, reduced service levels, lost revenue).
Most businesses do not know what their qualit y costs arebecause they do not keep reliable stat istics.
Finding and correcting mistakes consumes an inord inatelylarge port ion resources.
Typically, the cost t o eliminate a failure in the customerphase is five times greater than it is at the developm ent ormanufactur ing phase.
Effective quali ty management decreases production costsbecause the sooner an error is found and corrected, theless costly it will be.
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Customer (Internal/ External) Need &XVWRPHU5HTXLUHPHQWV 5HTXLUHPHQWV6SHFLILFDWLRQ
'HVLJQ'RFXPHQW&RPSRQHQW'UDZLQJVModels / Assembly Structures
0DQXIDFWXULQJ,PSOHPHQWDWLRQ 3URGXFW)LQLVKHG6HPL- f inished)
?
= > = > DEJECTED/ UNHAPPY CUSTOMER = >Loss of revenue = > Lost customer = > Lost
Credibi lit y / OR = > = > HAPPY CUSTOMER = > Revenue /
Repeat / Loyal Customers / Successfu l Organization
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Operational Excel lence Cont inuous Improvement
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People
1. Attrition
2. EmployeeReferrals
3. CSAT
4. EngagementIndex
Process, Tools,and Infra-structure
1. Maturity levels
2. DeliveryConsistency
Customers
1. CSI Index
2. Measures of Value toCustomer (TCO,Productivity, RepeatBusiness, Growth)
3. Customer Escalations4. Relationship index
5. New Customers
Management
1. Revenue
2. Margins
3. Cost control
4. Number ofcustomers
5. Predictability ofresults
6. New BusinessVerticals
14
ContinuousImprovement
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Customer Perceived Value Overall Sat isfact ion
Complaints Gains and Losses of Customers Customer Awards and Recognitions
Finance & Market Return on Equity Return on Investment Operating Profit Earning Per Share Market Share %New Product Sales
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Human Resources Absenteeism Employee Turnover Employee Satisfact ion Training Effect iveness Grievances Suggestion Rates
Supplier Quality Delivery Price Cost Savings
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Company Specif ic Defects and Errors Employee Satisfact ion Cycle Time Regulatory / Legal Compliance New Product Introductions Community Service Safety Environmental
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Meaning of Quality Management?? Global Environment
Globalization 'HVLJQ$Q\ZKHUH0DQXIDFWXUH$Q\ZKHUH'HVLJQManufacturing)
Order Anywhere and Delivery Anywhere (SupplyChain Management)
Global Markets / Custom ers / Reach to Markets /Distr ibution Channels
Competition (Time to Design, Time to Market, NewProduct Introduction)
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Sample SWOT Analysis- KPITStrengths
Reputation and penetrationwith the existing mechanicalcustomers (ent ry bar r ior )
Speciali zed and highly ski l ledresource pool
Successful M& A Strategy
Strong al l iances wi th SAP,PTC
Weakness
Heavy dependence onMechanical indust ry ver t ical Employee ali gnment andatt r i t ion levels (15 -> 30%)
T& M to Fixed Pr iceengagement ratio
Onsite/Offshore ratio Onsite Utilization
Oppor tun i t ies
New Markets Exploit CAGR for PLM :explorati on of exist ingmarkets Diversi fy in other Markets Mine exist ing accounts I nnovate Bhart Forge JV
Threats Compet i t ion Engineer ing Services German Companies PLM, MFGIT, ERP
Giants Wipro, Infosys, TCS ,Satyam Scalability andspecialization TCS ent ry in Cummins Global slowdown Rupee Appreciat ion
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For the year FY10,we havela id out fo llowing prior ity areas with
the them e of CUSTOMER VALUE DELIVERY thr ough LEADERSHIP
OFFERINGS& INNOVATION delivered by PRACTICES:
Cont inue t o invest in Imp roving customersatisfaction, zero- defect and on tim e delivery. Focus on Value addition tocustomers.
by m anagi ng cash wel l, reducing receivables,cont ro ll ing capit alexpenditure.
br ing abo ut im provement in net prof it mar gins t hroug hbetter produ ctivity, reuse of assets, rework reduction and deployment oftools, improve operational efficiency through better utilization and peoplepyramid.
br oad b ase our Talent Managem ent In it iat ivesincluding certification based competency improvement.
cont inue t o f ocus on i dent if ied li st of cust omers i nclud ing mu stwin list, India strategy implementation.
bui ld ing sp ecif ic practi ces and of fer ings m appedon to specific custom ers and geographies.
To be a world-class Oil andGas Company integrated inenergy business withdominant Indian leadershipand global presence.
Sustain ITC's position as one ofIndia's most valuablecorporations through worldclass performance, creatinggrowing value for the Indianeconomy and the Companysstakeholders
To be amongst the most admired and mosttrusted integrated utility companies in the world,delivering reliable and quality products andservices to all customers at competitive costs,
with international standards of customer care thereby creating superior value for allstakeholders.To set new benchmarks in standards of corporateperformance and governance through the pursuitof operational and financial excellence,responsible citizenship and profitable growth.
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Quality? Importance of Quality? Total Qualit y Management?
In global environment context In competitive context
Mapping to Strategies of Organizations
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Impact of Quality Elements of Quality Management Qualit y Standards / Recommendations /
Frameworks Cost of Quality Open Discussion about a Quality Failures
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Please make a 3 slide presentat ion onexample of a qualit y failure in your company
/ department
Out line the dimensions and analysis of thefailure and correct ive measures
Open discussions
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